IT leaders are expected to break down silos between different technology teams, get end users to understand and embrace policies, and forge productive relationships with their counterparts on the business side of the organization. This is harder than it sounds, because while people can behave rationally, they can also be governed by emotions such as frustration and fear of change. They can be driven by ego, a bad attitude, or simple ignorance. They can cause conflict that can disrupt professional relationships, drag down a team or even poison an entire department. Unfortunately for technical-minded leaders, there's no Python script to program company-wide collaboration and harmony and get everyone to sing Kumbaya. We have to learn how to build healthy relationships with employees, drive engagement, and understand how to resolve conflicts using practical, effective strategies.
The Leadership Athlete: Leveraging Emotional Intelligence to Win in BusinessCareerminds
Emphasize the business case for Executive Emotional Intelligence (EEI)
Provide an overview of a business focused framework of EEI
Demonstrate the difference between a Reaction and a Strategic Response
Offer 3 Simple Strategies
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
Describing methods of triggering compliance behavior by applying Robert Cialdini's points from 'Psychology of Persuasion' and a basic overview of neuro linguistic programming to enhance communication effectiveness.
The Leadership Athlete: Leveraging Emotional Intelligence to Win in BusinessCareerminds
Emphasize the business case for Executive Emotional Intelligence (EEI)
Provide an overview of a business focused framework of EEI
Demonstrate the difference between a Reaction and a Strategic Response
Offer 3 Simple Strategies
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
Describing methods of triggering compliance behavior by applying Robert Cialdini's points from 'Psychology of Persuasion' and a basic overview of neuro linguistic programming to enhance communication effectiveness.
Harold Harung, Ph.D.
Visiting Professor at Maharishi University of Management
Researcher and consultant on human performance development
PhD, University of Manchester
Dr. Harald S. Harung teaches management, ethics, and world-class performance to classes of up to 500 students at Oslo and Akershus University College of Applied Sciences (17,000 students) in Norway and is a visiting professor at Maharishi University of Management, Fairfield, Iowa, USA. He has for more than 30 years been working as a researcher and consultant within human performance development, both on an individual and organizational level. Dr. Harung has lectured worldwide and his research on world-class performers has received support from both public institutions and private companies. Participants and collaborators in his seminars include such companies as Manpower, PricewaterhouseCoopers, Amoco, Den Norske Bank, Ericsson, Norsk Hydro, Santa Maria, Telenor, Toyota, and Xerox. He has worked with or lectured to organizations such as Academy of Management, European Institute for Advanced Studies in Management, Finnish Marketing Association, Indian Institute of Management, Olympiatoppen (Norwegian National Olympic Training Centre), University of Wales at Aberystwyth, and World Productivity Congress, Stockholm, Scotland, and Turkey.
Dr. Harung holds a Ph.D. from University of Manchester. He has worked as a researcher at Oxford University, naval officer, CEO of a engineering firm, and founder and president of an international business college, and has been one of the editors of The Learning Organization—An International Journal. Dr. Harung has published papers in such journals as Journal of Managerial Psychology, Cognitive Processing, Consciousness and Cognition, Management Decision, and Scandinavian Journal of Medicine and Science in Sports. His book Invincible Leadership was published in USA (MUM Press) and in The Check Republic (Euromedia).
The future of Work and the new challenges facing Coaching with Technology rel...Salema Veliu
A presentation in collaboration with the Association of Coaching looking at the new challenges to Coaching including behaviours and practices. The importance and benefits of establishing an active digital resilience programme within organisations based upon the findings from UCL's report of 2018.
Tame your Monkey Mind in a Vuca World - Search Inside YourselfYear of the X
Tame your Monkey Mind in a Vuca World - Search Inside Yourself @Günther Panke & Britta Hölzel (Mindful Leadership Institute)
21st April 2016 at Year of the Monkey in Munich
Seen Through a Screen - parent talk on Teenage Brains and LivesNicola Morgan
Nicola Morgan, The Teenage Brain Woman, will share deep and wide-ranging insights into what makes teenagers tick. She will select the most important and mind-opening research about adolescent brain development and show how modern pressures, especially from screens and social media, can affect how teenagers think, feel and behave - and what we can do to support them towards strong independence. Nicola has written books on many aspects of teenage wellbeing, including brain development, stress, learning, body image, the reading brain, peer pressure, sleep, exams and the science of life online.
Your preferred HRD partner of Staff Training and Talents Development, to achieve higher performance, organisation grow and employee loyalty,through competency enhancement, and impartation of EQ, Positive Thinking and Positive Attitude.
BYOD seems like it IT's Kobayashi Maru: the ultimate no-win scenario. Users and executives want unlimited choice with devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail? In fact, you can do BYOD right, but it requires some groundwork. In this workshop we'll cover the motivation behind BYOD, because it's important to understand why it becomes such a divisive issue in organizations.
Humans Aren’t Computers: Effective Management Strategies for IT LeadersMichele Chubirka
IT leaders are expected to break down silos between different technology teams, get end users to understand and embrace policies, and forge productive relationships with their counterparts on the business side of the organization. This is harder than it sounds, because while people can behave rationally, they can also be governed by emotions such as frustration and fear of change. They can be driven by ego, a bad attitude, or simple ignorance. They can cause conflict that can disrupt professional relationships, drag down a team or even poison an entire department. Unfortunately for technical-minded leaders, there’s no Python script to program company-wide collaboration and harmony and get everyone to sing Kumbaya. We have to learn how to build healthy relationships with employees, drive engagement, and understand how to resolve conflicts using practical, effective strategies.
BYOD is IT's Kobayashi Maru: a seemingly no-win situation. Users and executives want unlimited choice on devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail?
RSA Security Conference 2013: Thin Slicing a Black SwanMichele Chubirka
As infosec professionals we are swimming in prodigious amounts of data, but it isn’t making us better at our jobs, it seems to make us worse. In Verizon’s 2012 Data Breach Investigations Report, it was found that across organizations, an external party discovers 92% of breaches. We continue to desperately grasp at that straw of, “more data,” but what if this is simply information gluttony? Incident response's bloated model drives it closer to a form of security archeology rather than its promise of real-time relevance.
A New Model: Advancing Organizational Security Through PeacebuildingMichele Chubirka
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, vulnerability and compliance tools, but at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security professional cry.
The one thing you can depend upon in an enterprise is that many of your users, even with training, will still make the wrong choices. They will violate BYOD restrictions, click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc. But what if this isn't because users hate us or are too stupid?
What if all our ignored policies and procedures regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Humans are wired to be emotional beings. These emotions influence most of our decisions, both good and bad. In failing to understand how this is at the root of user non-compliance, no matter how much money we spend on expensive hardware and software, we will fail to achieve the goal of good organizational security. With a goal of understanding human behavior, the session will combine concepts from applied neuroscience with physical and interactive exercises based upon the principles of mindfulness and martial arts.
Harold Harung, Ph.D.
Visiting Professor at Maharishi University of Management
Researcher and consultant on human performance development
PhD, University of Manchester
Dr. Harald S. Harung teaches management, ethics, and world-class performance to classes of up to 500 students at Oslo and Akershus University College of Applied Sciences (17,000 students) in Norway and is a visiting professor at Maharishi University of Management, Fairfield, Iowa, USA. He has for more than 30 years been working as a researcher and consultant within human performance development, both on an individual and organizational level. Dr. Harung has lectured worldwide and his research on world-class performers has received support from both public institutions and private companies. Participants and collaborators in his seminars include such companies as Manpower, PricewaterhouseCoopers, Amoco, Den Norske Bank, Ericsson, Norsk Hydro, Santa Maria, Telenor, Toyota, and Xerox. He has worked with or lectured to organizations such as Academy of Management, European Institute for Advanced Studies in Management, Finnish Marketing Association, Indian Institute of Management, Olympiatoppen (Norwegian National Olympic Training Centre), University of Wales at Aberystwyth, and World Productivity Congress, Stockholm, Scotland, and Turkey.
Dr. Harung holds a Ph.D. from University of Manchester. He has worked as a researcher at Oxford University, naval officer, CEO of a engineering firm, and founder and president of an international business college, and has been one of the editors of The Learning Organization—An International Journal. Dr. Harung has published papers in such journals as Journal of Managerial Psychology, Cognitive Processing, Consciousness and Cognition, Management Decision, and Scandinavian Journal of Medicine and Science in Sports. His book Invincible Leadership was published in USA (MUM Press) and in The Check Republic (Euromedia).
The future of Work and the new challenges facing Coaching with Technology rel...Salema Veliu
A presentation in collaboration with the Association of Coaching looking at the new challenges to Coaching including behaviours and practices. The importance and benefits of establishing an active digital resilience programme within organisations based upon the findings from UCL's report of 2018.
Tame your Monkey Mind in a Vuca World - Search Inside YourselfYear of the X
Tame your Monkey Mind in a Vuca World - Search Inside Yourself @Günther Panke & Britta Hölzel (Mindful Leadership Institute)
21st April 2016 at Year of the Monkey in Munich
Seen Through a Screen - parent talk on Teenage Brains and LivesNicola Morgan
Nicola Morgan, The Teenage Brain Woman, will share deep and wide-ranging insights into what makes teenagers tick. She will select the most important and mind-opening research about adolescent brain development and show how modern pressures, especially from screens and social media, can affect how teenagers think, feel and behave - and what we can do to support them towards strong independence. Nicola has written books on many aspects of teenage wellbeing, including brain development, stress, learning, body image, the reading brain, peer pressure, sleep, exams and the science of life online.
Your preferred HRD partner of Staff Training and Talents Development, to achieve higher performance, organisation grow and employee loyalty,through competency enhancement, and impartation of EQ, Positive Thinking and Positive Attitude.
BYOD seems like it IT's Kobayashi Maru: the ultimate no-win scenario. Users and executives want unlimited choice with devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail? In fact, you can do BYOD right, but it requires some groundwork. In this workshop we'll cover the motivation behind BYOD, because it's important to understand why it becomes such a divisive issue in organizations.
Humans Aren’t Computers: Effective Management Strategies for IT LeadersMichele Chubirka
IT leaders are expected to break down silos between different technology teams, get end users to understand and embrace policies, and forge productive relationships with their counterparts on the business side of the organization. This is harder than it sounds, because while people can behave rationally, they can also be governed by emotions such as frustration and fear of change. They can be driven by ego, a bad attitude, or simple ignorance. They can cause conflict that can disrupt professional relationships, drag down a team or even poison an entire department. Unfortunately for technical-minded leaders, there’s no Python script to program company-wide collaboration and harmony and get everyone to sing Kumbaya. We have to learn how to build healthy relationships with employees, drive engagement, and understand how to resolve conflicts using practical, effective strategies.
BYOD is IT's Kobayashi Maru: a seemingly no-win situation. Users and executives want unlimited choice on devices and access, while IT has to protect corporate data and find some way to support a grab-bag of hardware and operating systems. Can IT really balance these competing demands, or are we being set up to fail?
RSA Security Conference 2013: Thin Slicing a Black SwanMichele Chubirka
As infosec professionals we are swimming in prodigious amounts of data, but it isn’t making us better at our jobs, it seems to make us worse. In Verizon’s 2012 Data Breach Investigations Report, it was found that across organizations, an external party discovers 92% of breaches. We continue to desperately grasp at that straw of, “more data,” but what if this is simply information gluttony? Incident response's bloated model drives it closer to a form of security archeology rather than its promise of real-time relevance.
A New Model: Advancing Organizational Security Through PeacebuildingMichele Chubirka
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, vulnerability and compliance tools, but at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security professional cry.
The one thing you can depend upon in an enterprise is that many of your users, even with training, will still make the wrong choices. They will violate BYOD restrictions, click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc. But what if this isn't because users hate us or are too stupid?
What if all our ignored policies and procedures regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Humans are wired to be emotional beings. These emotions influence most of our decisions, both good and bad. In failing to understand how this is at the root of user non-compliance, no matter how much money we spend on expensive hardware and software, we will fail to achieve the goal of good organizational security. With a goal of understanding human behavior, the session will combine concepts from applied neuroscience with physical and interactive exercises based upon the principles of mindfulness and martial arts.
The Homunculus Problem: Why You Will Lose the Battle of BYODMichele Chubirka
BYOD, it's the new enterprise Boogie Man, striking fear into the heart of security professionals everywhere. We think this is a simple issue of policy, but if a recent study is correct and 20-somethings will risk their jobs to use their own devices, it's clear there's more going on. One explanation for the attachment to our smartphones and tablets can be found in neuroscience.
Studies show that texting, Twitter and Facebook usage activate the same addictive patterns in the brain as heroin and cigarettes. With advances in neuroengineering and brain computer interfaces, it sounds as if we're arguing with the inevitable, ultimate BYOD. Science continues to make advancements toward using technology to overcome the limitations of paralysis or to repair the damaged areas of the brain. Many of these devices will be wireless and in our enterprises. Parag Khanna and Ayesha Khanna in a recent TED book said we've entered a Hybrid Age, "...a new sociotechnical era that is unfolding as technologies merge with each other and humans merge with technology..." The BYOD cat is out of the bag, the barbarians are at the gates. Therefore, the answer to BYOD cannot be, “No,” but a qualified “Yes, and....”
Security Is Like An Onion, That's Why It Makes You CryMichele Chubirka
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, vulnerability and compliance tools and at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security engineer cry. The one thing you can depend upon in an enterprise is that many of our users, even with training, will still make the wrong choices. They still click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc'. But what if this isn't because users hate us or are too stupid? What if all our complaints about not being heard and our instructions regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Absolute-North Ltd. David C Winegar People Strategies for Beating COVID-19 David Winegar
Presentation from a Webinar given on April 17, 2020. Subjects covered include behavioral neuroscience and psychological safety. How to understand and deploy people strategies to beat COVID-19 and lead better in times of crisis.
A presentation l gave at the Institute of Continuing of Education, University of Cambridge on the future of life & work. Looking at the Stress Gens and the new life crisis and how to use the Jisc framework for Digital Wellbeing.
Heuristics, bias and critical thinking in testing distributionMatt Mansell
This was a day long workshop I gave at the NZTester 2015 conference. Looking at psychology and cognitive science research and how to apply that to testing.
Protecting the Mental Wellbeing of Corporate InvestigatorsCase IQ
Vicarious trauma is a type of second-hand psychological response most often associated with first responders and front-line crisis workers. Although corporate incident investigators and HR and compliance professionals are usually not the first on the scene, they frequently find themselves listening to both victims and accused people who recount what could be the worst days of their professional lives.
There is no doubt that the case management process can be stressful and sometimes triggering for those who are managing it. The personal and organizational impacts can include compromised risk assessment and investigations, investigator burnout and absenteeism, and a less healthy workplace overall.
Join expert workplace investigator Ken McCarthy as he shares his experience with vicarious trauma and compassion fatigue resulting from his involvement in workplace investigations.
Imposter Syndrome and Project Management.pptxPMIUKChapter
Does it feel like your colleagues are about to discover that you have no idea (for certain at least) what the heck you are doing? Do you believe you can handle your job? Welcome to project management. Actually, welcome to life! Everyone, to some degree, feels self-doubt. Women and minorities are especially susceptible to developing imposter syndrome.
In this presentation, Tammara Buckey will go over what imposter syndrome is; how it can show up in your life as a project manager; how it can affect the people around you; useful tips and techniques for how to overcome moments of imposter syndrome situationally in the short-term; and ways to embrace imposter syndrome and use it to your advantage in the long-term.
Audience members with imposter syndrome will walk away feeling hopeful and understood with actionable tools they can implement in their lives. Audience members without imposter syndrome will walk away with a general understanding of it, along with methods to detect and address it when they see others struggling with it.
Speaker
Tammara Buckey is a project manager for BDO USA LLP where she leads a team conducting financial transformation efforts for the U.S. government. She has been working in project management for over 10 years and is a Project Management Professional (PMP)® certification holder.
Tammara has a passion for the people side of project management and is always looking for ways to improve communication and morale. She earned a Master of Business Administration (MBA) and an Executive Master of Public Administration (EMPA) from Syracuse University. Tammara is a Certified Fraud Examiner (CFE), a Certified Défense Financial Manager - Acquisition (CDFM-A) and a certified facilitator of Core Strength's Results Through Relationships program that is all about relationship intelligence. Tammara loves sharing what she's learned through writing and speaking engagements.
Research shows that Emotional Intelligence is a proven indicator of performance. In fact, it has been found to be directly responsible for 27-45% of job success. Those who are emotionally intelligent are better able to achieve their goals, build relationships, and influence others. On an organizational level, this translates into better decisions, better teams, and better leaders. The good news? Emotional Intelligence can be developed and improved with the right tools.
The EQ Edge is a free webinar that will introduce you to the world of Emotional Intelligence. Presented by one of the top experts in the field, Dr. Steven Stein will explore how building an emotionally intelligent workforce can lead to employee satisfaction, superior performance, increased profits—and a healthier organization overall.
https://www.hrdqu.com/webinars/eq-edge/
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Understand the psychology of human brain and its use in everyday life.
catch the liars vested in the crowd and read some astonishing psychological facts
Northwest Justice Forum
An Unexpected Journey
Wednesday, June 26, 2013
Clackamas Community College
Chris Wilson
Self Awareness
Mediation
Emotional intelligence, mindfulness, unconscious processes
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
2. Who Are We?
Michele Chubirka, aka "Mrs. Y.,” Security architect, professional
contrarian, blogger, nerd stalker.
www.healthyparanoia.net
chubirka@postmodernsecurity.com
https://www.novainfosec.com/author/mrsy/
@MrsYisWhy www.linkedin.com/in/mchubirka/
Joe Weston, workshop facilitator, consultant, and author of the book
Mastering Respectful Confrontation. Also founder of the Heartwalker
Peace Project.
heartwalker@joeweston.com
http://www.respectfulconfrontation.com/
5. Agenda
• Introductions and Background
• State of the Workplace
• Understanding Leadership
• The Missing Employee Manual
• Learning to Connect
• Your Message Matters
• Building a Healthy Culture
• Takaways
7. Let’s Talk About Why We’re Here
• How many of you started out as engineers or
technical staff?
• Do you feel happy and energized by your work?
• Would you like to improve the quality of your
professional environment?
• Why did you accept a leadership role?
8. What’s the SLA with Our Staff?
• Employees Are the Most Valuable Asset.
• Why is the relationship so challenging?
• Do we treat them better or worse than our
hardware assets?
9. "If you don’t understand people,
you don’t understand business….”
-Simon Sinek
11. An "engaged employee”
• Enthusiastic
• Furthers the goals of the organization
Engagement improves productivity, profits,
customer ratings and employee retention
12. Gallup’s 2013 State of the American
Workplace
• Disengagement costs U.S. $450 to $550 billion
per year.
• 70% of American workers are “not engaged” or
“actively disengaged.”
• Those with college degrees are less likely to be
engaged.
13. 2012 Global Workforce Study by Towers Watson
• Out of 32,000 full-time workers, only 35% were
highly engaged.
• Employee retention depends on relationship with
management, trust in senior leadership and
ability to manage work-related stress.
• Less than half surveyed believed that supervisors
have time to address interpersonal issues.
14. Stress
79 % of IT staff consider quitting
due to job-related stress.
-From GFI Software’s 3rd Annual IT Admin Stress Survey
16. Absenteeism
Engaged employees in the UK take an average of
2.69 sick days per year; disengaged take 6.19.
- From Gallup’s “Employee Engagement: How to Build a High
Performance Workforce”
17. The Bottom Line
Organizations with highly engaged employees
achieve twice the annual net income of those where
employees are less engaged.
- from Kenexa’s “The Impact of Employee Engagement”
18. Drivers of Engagement
• Leadership
• Stress management, balance, workload
• Clear goals, objectives, mission
• Relationship with supervisors based on trust
• Organization’s image
19. Motivation and Engagement
Study sponsored by the Federal Reserve Bank
found three main factors motivate people in their
work.
– Autonomy
– Mastery
– Purpose
20. Gallup’s 12 “Rules” of Engagement
1. I know what is expected of me at work
2. I have the material and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good
work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.
22. “Leadership is not a rank, it’s a decision.”
-Simon Sinek
Author of “Leaders Eat Last”
23. Happiness As The New ROI
“…the ROI that you will receive from putting together a culture in which
you put your employees first, and their happiness and satisfaction first,
the payoff is immeasurable over the long term. And they really want it….”
— Shawn Riegsecker, Founder and CEO of Centro, Crain’s Chicago
Business’ Best Place to Work List for four straight years, 2011 – 2014
Riegsecker has a 98% approval rating on Glassdoor.com and he reports
that 65% of new hires come from internal referrals.
https://www.youtube.com/watch?v=Tre79ppLpII
25. Key Areas for Balance in the Workplace
• Work Tasks
• Relationship
• Self Care
26. “Human beings have discretionary energy,
and they would give it to you if you treat
them with dignity and respect.”
-Paul O’Neill, former Treasury
Secretary of US under George W. Bush
27. When one moves into their
vulnerability,
their true power is revealed.
34. "The human brain hasn't had a hardware upgrade in about
100,000 years."
- Daniel Goleman, Author of Emotional Intelligence
35. Neuroscience 101
Limbic System: The interior of the cortex,
includes the hippocampus and amygdala.
Supports emotion and long-term memory.
Prefrontal Cortex: Region responsible for
planning, decision making and moderating
behavior.
Think of the limbic system to the
prefrontal cortex as a horse is to a
rider.
36. Demonstration: A Brain In the Palm of
Your Hand
• Hold up your hand and make a fist.
• This is a good representation of the brain and
spinal column.
• The brain stem, limbic system and neocortex.
* These two slides are oversimplifications of a very complex
system.
37. The Threat Response: Step 1
Cortex receives input from the thalamus, a component of the
limbic system responsible for relaying sensory information and
pain perception.
38. The Threat Response: Step 2
Limbic system and prefrontal cortex (the executive or
evaluator of the brain) take in data simultaneously.
39. The Threat Response: Step 3
Amygdala, responsible for emotional response and memory,
acts as an alarm activating the fight/flight hormonal
response if threat is perceived.
40. The Threat Response: 4
Sympathetic nervous system sets up organs and muscles for
fight/flight response, inhibiting digestion and the
hypothalamus prompts the release of stress hormones.
41. Emotional Contagion
• Limbic system is an “open loop,” influenced by
other people’s emotions, aka mirror neurons.
• Mirror neurons activate when an animal performs
an action or when an animal observes the same
action of another animal.
• Basis of empathy.
• Also called emotional contagion.
42. The Power of Mirror Neurons
Researcher Marie Dasborough observed two groups:
• One group was given negative feedback accompanied by
positive emotional signs, nods and smiles.
• Another was provided positive feedback that was delivered
using negative emotional cues, frowns and narrowed eyes.
43. Entrainment
• Those receiving positive feedback with negative emotional
signs felt worse than those receiving negative feedback
given with positive emotional cues.
Your emotions and actions are mirrored by
those around you.
44. Negativity
• The brain has a negativity bias because the limbic system
is quicker than the prefrontal cortex when evaluating
threat.
• Traumatic experiences are “stickier” than positive, happy
experiences, i.e. harder to un-map.
• It takes five to twenty seconds for positive experiences to
register in the brain.
45. No Escape From Threat
• Negativity is useful for a species to evolve.
• Most are in a permanent state of cortisol overload due to
the constant stressors of modern life.
• Stress hormones stay in the body for hours.
• Decreases intellectual capacity, memory and lowers impulse
control.
Stress makes you stupid.
46. Amygdala Hijack?
Intense and immediate emotional reaction, followed by
the understanding that it was inappropriate.
• I thought that stick on the ground was a snake!
• I don’t like you or I’m bored, so I won’t cooperate or
listen to what you have to say.
• That guy who cut me off in traffic was trying to kill
me!
• Why were you so insulting to me in that email
yesterday? (studies show there’s a negativity bias in
email.)
• Other examples?
47.
48. Thin Slicing: Warren Harding Syndrome
• Human beings make quick decisions based on
intuition.
• “Love at first sight” or a “gut reaction.”
• Called “Thin Slicing” or “Fast Thinking.”
• Example is “Warren Harding Syndrome.”
• A mediocre presidential candidate, Americans
voted for him , because he was tall, good looking
and charming.
50. Thin Slicing: Bedside Manner
• The likelihood of a doctor being sued doesn’t
correlate with the number of errors made.
• Psychologists can predict which doctors will be
sued.
• They analyze the amount of time spent with
patients and if the tone of their voices sounded
“concerned.”
51. There’s No Mr. Spock
• Neurologist, Dr. Antonio Damasio, had a patient
who had been a successful corporate lawyer.
• A tumor was discovered in his prefrontal lobes.
• When removed, the circuit between this area
and amygdala was severed.
52. Somatic Marker
• No damage to his cognitive abilities, but his life
fell apart.
• He couldn’t make decisions when presented with
simple choices.
• He no longer had any feelings regarding
options, no preferences.
• Basis for the Somatic Marker Hypothesis, a
theory that emotions assist with decision-making.
53. Bounded Emotionality
It is a gross
misconception that
reason can be
completely
separated from
emotion.
55. Big Brains Are Social
• Anthropologist Robin Dunbar found that a
species’ brain size is linked to the size of its
social group.
• We have big brains in order to socialize.
56. We’re Wired for Empathy
• In brain’s non-active moments, it reverts to a
configuration called the “default network.”
• According to researcher, Matthew Lieberman, this
resembles the social thinking brain, which is
empathetic.
57. Is Efficiency Overrated?
• Study conducted by Gillian M. Sandstrom and
Elizabeth W. Dunn of the University of British
Columbia.
• People who “smiled, made eye contact, and
talked with the cashier” at a coffee shop
reported better moods than those who avoided
interaction.
• Small interactions with others can create a
feeling of connection according to researchers.
58. How To Engage a Terrorist
Interrogator, Matthew Alexander discovered that
building rapport with prisoners in Iraq was the most
effective interrogation method, not torture.
59. “The quickest way to get most (but not all) captives
talking is to be nice to them.”
Mark Bowden, author of Black Hawk Down
60. Common Social Heuristics
• Tit for Tat:
– Be kind first, keep a memory of size one, and
imitate your partner’s last behavior.
– Only the last behavior is remembered and
imitated.
– Political scientist Robert Axelrod found this to
be the most frequently winning strategy.
• Don’t Break Ranks
61. FBI’s Tips for Building Relationship
1. Understand the other’s priorities and goals.
2. Place their needs ahead of yours.
3. Listen without formulating your reply. Let the other person talk.
1. Ask for thoughts and opinions.
1. Suspend your ego, avoiding judgment and criticism.
Robin Dreeke oversees the FBI’s Counterintelligence Behavioral Analysis
Program and author of "It’s Not All About Me."
62. Making Stress Your Friend
• A study tracked stress in 30,000 adults over eight
years.
• Researchers found those under great stress had a
43% increased risk of death, if they believed
stress was dangerous.
• Under stress, the pituitary gland releases
Oxytocin, the bonding hormone.
• Acts as anti-inflammatory which can counteract
negative effects of stress.
63. Your Response to Stress Makes a Difference
"When you choose to connect with others under
stress, you can create resilience"
- Kelly McGonigal, health psychologist and
researcher, Stanford University
64. Methods of Connecting with Others
• Interaction based on Emotional Intelligence:
self-awareness, self-regulation, empathy, and
motivation.
• Social engineers and con artists use the same
skills to create emotional and social affinity with
a target.
• Conflict resolution methods.
71. “We have to face the fact that either
all of us are going to die together or
we are going to learn to live together,
and if we are to live together we have
to talk.”
- Eleanor Roosevelt
80. Goals
• Learn about empowered, collaborative
engagement.
• Reframe views on confrontation,
assertiveness, and true power.
• Achieve greater self-confidence, personal
freedom, fulfillment, and peaceful
interactions with others.
82. Respectful Confrontation
• The practice of developing the respectful self
• The practice of respectful engagement
• The practice of respectful offense
• The practice of respectful defense
91. “Courage is what it takes to stand
up and speak. Courage is what it
takes to sit down and listen.”
- Winston Churchill
92. Conflict
1 : FIGHT, BATTLE, WAR 2 a : competitive or
opposing action of incompatibles : antagonistic
state or action (as of divergent ideas, interests, or
persons) b : mental struggle resulting from
incompatible or opposing needs, drives, wishes, or
external or internal demands; see DISCORD
93. Confront
con·front 1 : to face especially in challenge :
OPPOSE 2 a : to cause to meet : bring face-to-face
<confront a reader with statistics> b : to meet
face-to-face : ENCOUNTER
94. Respectful Confrontation
Definition
CONFLICT: an encounter that leads to
the further separation of individuals,
the breakdown of relationship, and
the disempowerment of the other.
95. Respectful Confrontation
Definition
CONFRONTATION: an encounter that
leads to individuals coming closer
together, deepening of relationship,
and the empowerment of all involved.
96. “If you fear making anyone mad,
then you ultimately probe for the
lowest common denominator of
human achievement.”
- Former President, Jimmy
Carter
101. Aggressive
1 a: tending toward or exhibiting aggression <aggressive
behavior> b: marked by combative readiness <an aggressive
fighter>
2 a: marked by obtrusive energy b: marked by driving
forceful energy or initiative : enterprising <an aggressive
salesman>
3: strong or emphatic in effect or intent <aggressive colors>
<aggressive flavors>
4: growing, developing, or spreading rapidly <aggressive
bone tumors>
102. Assertive
1 : disposed to or characterized by bold or
confident assertion <an assertive leader>
2 : having a strong or distinctive flavor or aroma
<assertive wines>
103. Respectful Confrontation
Definition
AGGRESSION: any behavior, action,
remark, gesture, or facial expression
that impacts another with the goal to
disempower and/or is received by the
other in a harmful, threatening way.
104. Respectful Confrontation
Definition
ASSERTIVENESS: any behavior,
action, remark, gesture, or facial
expression that impacts another with
the goal to empower and/or is
received by the other in a positive
way.
105. Respectful Offense:
Giving Feedback
1. Prepare (come with facts, times, dates).
2. Make contact. Be sure it is a good time and place.
3. Introduce the topic. Let the other know why you are having this
conversation.
4. Share what you have NOTICED about the behavior in question. Give
examples.
5. Express how it affects you (feelings, state of being, unmet needs)
6. Identify desired need. Be open to listen to the need of the other.
7. Mention the desired behavior and collaborate on solutions.
8. Sum up. Make clear goals, agreements for the future, and how to follow
up.
9. End the confrontation.
106. Important Feedback Points
• You are addressing someone’s BEHAVIOR, not
them as a person.
• You MUST share how their behavior affects you,
otherwise you are not giving feedback, you are
criticizing.
Name, behavior, effect, need, desired
behavior, follow-up
107. “With realization of one’s potential, and self-confidence
in one’s ability, one can build a better
world.”
- His Holiness the Dalai Lama
108. “Water is fluid, soft, and yielding. But water will
wear away rock, which is rigid and cannot yield....
what is soft is strong.”
- Lao Tzu
110. Key Takeaways
• Bad trumps good in the human brain.
• You can’t turn your emotions off, they’re critical for decisions.
• We’re all responsible for the quality of the emotional landscape.
• Stress makes you stupid, by shutting down blood flow to the pre-frontal
lobes.
• If you set off a stress response in someone, you minimize the
chance of having a rational dialogue.
• Confrontation isn’t always negative. Resistance to change can
provide valuable feedback.
• Leadership is a decision, not a role you’re hired into.
• A happy, pleasant work environment fosters engaged, productive
staff with less stress for everyone.
111. “People don't care how much you know until they
know how much you care”
― Theodore Roosevelt
112. Where Can You Find Us?
Michele Chubirka, spending quality time in kernel mode.
http://www.healthyparanoia.net
Twitter @MrsYisWhy
Google+ MrsYisWhy
networksecurityprincess@gmail.com
Joe Weston, writing and teaching workshops.
http://www.respectfulconfrontation.com/
113. References
Esfahani Smith, Emily. "Social Connection Makes a Better Brain." The Atlantic 29 Oct. 2013: n. pag. Print.
Global Workforce Study - Engagement at Risk: Driving Strong Performance in a Volatile Global Environment. Rep. no. TW-NA-2012-
25644. N.p.: Towers Watson, 2012. Print.
Goleman, Daniel, and Richard Boyatzis. "Social Intelligence and the Biology of Leadership." Harvard Business Review Sept. 2008: 74-
81. Print.
Goleman, Daniel. Working with Emotional Intelligence. New York: Bantam, 1998. Print.
Hanson, Rick, and Richard Mendius. Buddha's Brain: The Practical Neuroscience of Happiness, Love & Wisdom. Oakland, CA: New
Harbinger Publications, 2009. Print.
Kryder, Suzanne. The Mind to Lead. N.p.: NeuroLeap, 2011. Print.
Luders, Eileen, Florian Kurth, Emeran A. Mayer, Arthur W. Toga, Katherine L. Narr, and Christian Gaser. "The Unique Brain Anatomy of
Meditation Practitioners: Alterations in Cortical Gyrification." Frontiers in Human Neuroscience 6.34 (2012): 1-9. Print.
O'Connell, Andrew. "HBR Blog Network / The Daily Stat." Harvard Business Review. Harvard Business Review, 30 Oct. 2013. Web. 02
Nov. 2013.
Pink, Daniel H. Drive: The Surprising Truth about What Motivates Us. New York, NY: Riverhead, 2009. Print.
Pink, Daniel. "Why Bosses Need to Show Their Soft Side." The Telegraph 17 July 2011: n. pag. Print.
Rosenberg, Marshall B. Nonviolent Communication: A Language of Life. Encinitas, CA: PuddleDancer, 2003. Print.
Siegel, Daniel J. The Mindful Brain: Reflection and Attunement in the Cultivation of Well-being. New York: W.W. Norton, 2007. Print.
State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders. Rep. N.p.: Gallup, 2013. Print.
Street, Farnam. "An FBI Agent Reveals 5 Steps To Gaining Anyone's Trust." Business Insider. Business Insider, Inc, 20 Jan. 2014. Web.
18 Mar. 2014. <http://www.businessinsider.com/fbi-agents-steps-to-gain-anyones-trust-2014-1>.
Weston, Joe. Mastering Respectful Confrontation: A Guide to Personal Freedom and Empowered, Collaborative Engagement.
Emeryville, CA: Heartwalker, 2011. Print.
Editor's Notes
welcome
What is leadership? How do you know a good leader?
Questions to ask that will engage audience:
How many of you wanted to be in management?
How many of you have an engineering or science degree?
What does leadership mean to you?
According to the Gallup poll: 50% of employees with a best friend at work reported that they feel a strong connection with their company, compared to just 10 percent of employees without a best friend at work.
Grounding exercise
What is leadership? How do you know a good leader?
Productivity
Self care
relationship
Productivity
Self care
relationship
None of this is opinion. It’s all grounded in the tenets of biology. If you look at a cross-section of the human brain, what you see is that it is actually laid out in three major components that correlate perfectly with The Golden Circle.
Our newest brain, our Hom-sapien brain, our neo-cortex, corresponds with the What level. The neo-cortex is responsible for all of our rational and analytical thought and language.
The middle two sections make up our limbic brain. Our limbic brain is responsible for all of our feelings, like trust and loyalty. It’s also responsible for all human behavior, all decision-making, and it has no capacity for language.
In other words, when we communicate from the outside-in, though people can understand vast amounts of complicated information like features, benefits, facts and figures, it just doesn’t drive behavior. When we can communicate from the inside-out, we’re talking directly to the part of the brain that controls behavior and decision-making, and then people rationalize their decisions with the neo-cortex. The neo-cortex, the thinking part of the brain, is always trying to understand and make sense of the world. This is the reason we think we’re rational beings when we’re really not. If we were, we would never buy a product or service simply because of how it makes us feel. We would never be loyal, we’d always just choose the best deal. We’d never care about trust, we’d only evaluate the numbers. But we don’t do that. We do choose one product, service or company over another because we feel we can trust them more. We do buy things that we think are worth extra money even though all the facts and figures may indicate there is no significant difference.
This is the reason we can say that people don’t buy What you do, they buy Why you do it and What you do simply serves as the tangible proof of what you believe.
For the Golden Circle to work properly, you must have clarity of Why, discipline of How and consistency of What you do. For others to know Why you do what you do, you must be clear first. You must hold yourself and your people accountable to your values and guiding principles. And everything you say and everything you do must be consistent. We live in the tangible world. They only way people will know what we believe is if we say and do what we believe. Again – people don’t buy What you do, they buy Why you do it.